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I'm Baron, a fractional Chief Marketing Officer. I take marketing off your plate by aligning the team, making the numbers honest, and turning scattered activity into a system you can trust. I run the budget the way capital should be run: allocated deliberately, measured honestly, and accountable to revenue.
Past a certain size, marketing gets harder to see into. Spend is spread across channels and agencies, attribution depends on who you ask, and reporting describes activity rather than return. My first job is making the whole picture legible, then reallocating toward what the evidence supports.
The other half is leadership. Companies outmarket their competitors when people have room to think and the team executes with conviction. That environment doesn't happen by accident, and building it is part of the job.
Budget goes where the evidence says it earns, and is reduced where it doesn't. Conviction is built from data, not history.
One blended-return view, reported weekly, in terms the executive team already uses.
When most of your growth depends on one channel, that's concentration risk. We diversify before it becomes a problem, not after.
The goal is a marketing engine that holds its value: documented, transferable, not dependent on any one person or platform.
I work with a select number of companies at a time.
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